(1). Identify those customers and stakeholders, and what are the benefits your organization allows them
in our previous article we emphasized the focus on customer / stakeholder approach to business process management. So the first step is to determine clearly from these clients and their stakeholders. Who buys or uses a product or service? Which makes the buying decision? What exactly are they buying in terms of benefits? Last of your activities and what are their expectations? Affected
said small pharmaceutical manufacturer of vitamins, antibiotics, syrups and OTC medicines for children, located in a large African city, was trying to answer these questions of their own organization. They came with the following:
customers / stakeholders and the benefits sought2.Determine value chains that deliver these benefits
information that has been obtained from the above step It must be formed in the interest groups. Then, trace those benefits back from your products and services through the special inputs. Paths determine the shape of your value chains or end-to-end core business processes.
I took
pharmaceutical company to have this step and concluded they have a key value of one series consists of two major operations - the development of new drugs operation and the sale and production
all the benefits to customers and other stakeholders and are derived from its portfolio of products, distribution and support the market and publish their own information.
(3). Decomposes in the processes and identify practical limits
previous step yields the viewpoint of end-to-end organizational value chains. We now need to identify the key processes and sub-processes that make up these value chains, and support operations that enable them. Identify practical limits must be collected from the top down and bottom up approach applied repeatedly.
a list of key processes in the value chain as we did in the previous step, it is from top to bottom. We may then take each major process identified and using the following procedure suggested by Patrick and McDermott, break them down into sub-processes.in the case of drugs, for example, we might find, after going through this sequence to degrade the sale and production process to acquire customers (identification possibility, the possibility of qualifying and the establishment of the contract) Fulfillment System (System receiver, production and assembly of the system, and order the ship) operations Sub.
(4). Determine appropriate measurements based on the critical success factors of the operations that have been identified and the strategy generally
It is known that measurements and rewards drive behavior. To ensure the right balance between focusing on the past performance / current, and the need for capacity, which leads to success in building the future, we need metrics that track results, processes, and organizational capacity and the environment.
outcome measures are generally lagging in that they follow past performance. By the time measured by the outcome, it was too late to do anything about it. Practical measures are generally imposed and lead, because they predict future performance. Based on the factors that affect these measures will affect the future results. Care must be taken that are determined standards that drive the desired results and valued customer behavior.
After identifying the critical factors that drive customers and stakeholders benchmarks or performance indicators delivered must be chosen, with the objectives of each measure and cascade down to the individual sub-processes. It should be located on the line of sight between the general regulatory measures and detailed measures of the process and the level of activity.
pharmaceutical company we chose to measure four categories. At the highest level, and standards were chosen:(5). The appointment process owners for each core process
a great imbalance in the career orientation is that no one within the organization that has a vision of an integrated process, as happened by customers and stakeholders. The appointment process owners overcomes this flaw.
function process owner to manage operations in the critical areas of improvement, and border management, and standards, collaboration and advocacy. His process of coordinating tasks and activities at all levels in the process, and has the power and the ability to make changes to the process. He is responsible and accountable for results.
(6). Start a cycle of never-ending process of improving the business
with your core processes defined and documented, ANSI suitable selection and his eye operation, the next step is to begin to improve in the cycle.
Using graphs and charts process value stream and standards, and determine the current capacity of the basic operations of your own. Identify and quantify areas of greatest opportunity using information from customer surveys, comparison between the performance of the process with a similar ideal process, etc.
continuous business process improvement is the subject of our article next. To be sure, watch out for that.
Analyzing current practises attentively is the first step in improving business systems and processes. Do any areas have inefficiencies or bottlenecks? Do any steps have the potential to be omitted or simplified? Businesses can more clearly identify areas where changes are needed by taking the time to analyse their current systems and processes.
ReplyDeleteBusinesses that want to compete in today's market must improve their business systems and procedures. Companies can pinpoint areas that require improvement by carefully examining current systems and involving staff members in the change process. Jamie Stenhouse provides all services related to operating system and business process improvement consultant. He has a team of 17 — based in the UK, USA, America, Canada, Australia, and the Philippines — that operates with hyper-systemization.